Skip to main content

A Dash of Neuroscience – DevOps Leaders Listen Up!


As leaders, we need to understand the people that we are leading.  It is critical to understand that this is a new world and if we are to lead the global enterprise into a successful future, we need to understand strategic, tactical and operational objectives of our organization and also that we must have a passion for learning.

“A Dash of Neuroscience“ is one of many topics introduced by the DevOps Institute for the new updated DevOpsLeader course.  This information is taken from that course and is just a smattering of what you will learn as you prepare for your certification. Learn how to optimize speed to value as a DevOps Leader.  

Live in a perpetual world of learning
Many people feel their brains limit their potential and prevent them from learning.  However, learning can change our brains in terms of function, connectivity, and structure.  Our brain shapes our learning but learning shapes our brain, and research has shown that simply knowing about brain plasticity can improve the self-concept and academic potential of learners.  For a DevOps leader, this is true for you and for those that you lead.

Fear causes an avoidance response
Command and control leadership that generates fear is counterproductive. Fear causes subcortical activity in the amygdala which in turn activates the working memory network in the frontal lobe (where conscious attention happens) which makes it harder to learn as the anxiety is a distraction.

Anticipation creates an uptake of neuromodulators from deep within the brain that influences the way our frontal cortex is operating so that our brain can become more focused on the source of the excitement.  Leaders must work to create a safe and open environment where creativity and passion can evolve.  This takes practice!

Practice automates work in the brain
Practice shifts activity from working memory regions (in the front of the brain) to regions more involved with automatic unconscious processing (away from the front of the brain).  In other words, practice helps consolidate freshly learned mental processes until we can do them almost without thinking, so reducing the burden on working memory. This is important because, when our limited working memory is liberated, it is ready to be occupied by new information and we are ready to move on and learn more.

Mirror-neuron response tells us that enthusiasm is contagious
The mirror-neuron response shows that when we see somebody doing or feeling something, our own neurons fire and mirror the experience – so if people see you being enthusiastic and positive, they are more likely to feel that way themselves.
Start today and learn how DevOps Leaders and their teams raise one another to higher levels of morality and motivation.  

Educate and Inspire!

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you. Roles and Responsibilities: Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance. Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables.  An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service". I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize: SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle. ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): ·          Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” ·          Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services-that is people. Because the people element adds variability, the service is variable. This holds true especially for th